8th edition
Steven P. Robbins
Mary Coulter
1–2
Who Are Managers?
• Manager
Someone who works with and through other people
by coordinating and integrating their wor...
1–3
Classifying Managers
• First-line Managers
Are at the lowest level of management and manage
the work of non-manageria...
1–4
Exhibit 1.1
Managerial Levels
1–5
What Is Management?
• Managerial Concerns
Efficiency
“Doing things right”
– Getting the most output
for the least in...
1–6
Exhibit 1.2
Effectiveness and Efficiency in Management
1–7
What Do Managers Do?
• Functional Approach
Planning
 Defining goals, establishing strategies to achieve
goals, devel...
1–8
Exhibit 1.3
Management Functions
1–9
What Do Managers Do? (cont’d)
• Management Roles
Approach
Interpersonal roles
 Figurehead, leader, liaison
Informat...
1–10
What Do Managers Do? (cont’d)
• Skills Approach
Technical skills
 Knowledge and proficiency in a specific field
Hu...
1–11
Exhibit 1.5
Skills Needed at Different Management Levels
1–12
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
Customers: the reason that organizations ...
1–13
What Is An Organization?
• An Organization Defined
A deliberate arrangement of people to accomplish
some specific pu...
1–14
Exhibit 1.9
Characteristics of Organizations
1–15
Exhibit 1.11
Universal Need for Management
1–16
Exhibit 1.12
Rewards and Challenges of Being A Manager
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Principle of management

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Principle of management

  1. 1. 8th edition Steven P. Robbins Mary Coulter
  2. 2. 1–2 Who Are Managers? • Manager Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.
  3. 3. 1–3 Classifying Managers • First-line Managers Are at the lowest level of management and manage the work of non-managerial employees. • Middle Managers Manage the work of first-line managers. • Top Managers Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
  4. 4. 1–4 Exhibit 1.1 Managerial Levels
  5. 5. 1–5 What Is Management? • Managerial Concerns Efficiency “Doing things right” – Getting the most output for the least inputs Effectiveness “Doing the right things” – Attaining organizational goals
  6. 6. 1–6 Exhibit 1.2 Effectiveness and Efficiency in Management
  7. 7. 1–7 What Do Managers Do? • Functional Approach Planning  Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing  Arranging work to accomplish organizational goals. Leading  Working with and through people to accomplish goals. Controlling  Monitoring, comparing, and correcting the work.
  8. 8. 1–8 Exhibit 1.3 Management Functions
  9. 9. 1–9 What Do Managers Do? (cont’d) • Management Roles Approach Interpersonal roles  Figurehead, leader, liaison Informational roles  Monitor, disseminator, spoke sperson Decisional roles  Disturbance handler, resource allocator, negotiator
  10. 10. 1–10 What Do Managers Do? (cont’d) • Skills Approach Technical skills  Knowledge and proficiency in a specific field Human skills  The ability to work well with other people Conceptual skills  The ability to think and conceptualize about abstract and complex situations concerning the organization
  11. 11. 1–11 Exhibit 1.5 Skills Needed at Different Management Levels
  12. 12. 1–12 How The Manager’s Job Is Changing • The Increasing Importance of Customers Customers: the reason that organizations exist  Managing customer relationships is the responsibility of all managers and employees.  Consistent high quality customer service is essential for survival. • Innovation Doing things differently, exploring new territory, and taking risks  Managers should encourage employees to be aware of and act on opportunities for innovation.
  13. 13. 1–13 What Is An Organization? • An Organization Defined A deliberate arrangement of people to accomplish some specific purpose • Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure
  14. 14. 1–14 Exhibit 1.9 Characteristics of Organizations
  15. 15. 1–15 Exhibit 1.11 Universal Need for Management
  16. 16. 1–16 Exhibit 1.12 Rewards and Challenges of Being A Manager

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